Focus on Facilities

If you read the summer Focus on Facilities article, then you know we interjected a bit of humor into the very serious issue of COVID-19. We took a peek at what an alien who had been observing Earth might notice as we suddenly practiced social distancing in our facilities. We hope no one was offended. We based most of the described social distancing on current guidelines. Although, how we continue adherence to safety while meeting our housing demand can be paradoxical. This is especially so, considering potentially lingering fears around the virus, yet the positive lessons learned. With a more serious tone, this article discusses the concept of office hoteling that is under consideration, which could bring both benefits and challenges. One positive lesson COVID-19 highlighted is that organizationally we are quite resilient and adaptive. Nearly on a dime, we successfully shifted our office workspaces to our homes. Magnanimously, some even thought about how to bring lab work home. And, many have teleworked exclusively during the pandemic. Meanwhile, we continue to manage access for critical mission work through a thoughtful re-start approval process, which limits physical presence according to the best pandemic guidance, yet meets the need for touch labor. We have demonstrated that quality work is possible even as we work remotely. As we look forward to a complete return on all fronts, NASA leaders are considering new guidelines from what we learned and what could be some lasting changes to how we work, such as office hoteling. Before looking more closely at this idea, let us review how we currently manage office space. If you are a civil servant or an on-site contractor, you are assigned a permanent seat. You may already understand that the amount of space allowed for that permanent seat is guided by GPR 8800.1A, AKA Facilities Utilization Program. In it, we specify office area allowances according to Federal Personnel Position Supervisory (FPPS) levels assigned to your position. The FPPS levels span from 11 through 34, plus classes M1, M2 and M3 for contractual personnel. A square foot “allowance” is set for a band of one or more levels. As an example, if your position falls within levels 29-33, you are allowed up to 150 square feet (SF). In contrast, level 34 and M classifications are allowed 75 SF with exceptions for M1 and M2 that have supervisory duties. Very often we forget the maximum allowable area is not an entitlement, though we try to meet it. Therefore, as we explain hoteling, keep in mind that implementing most guidelines warrants flexibility. The office hoteling concept proposes some differences for allocating permanent space. Ostensibly, it will establish a workhour level at which we would not assign permanent on-site office space. This concept is something already embraced by commercial property facilities management companies as an effective and efficient means of managing the need for office housing. So, how exactly would we apply office space hoteling. Well, hoteling means exactly what you likely understand; that we provide flexibly assigned workspace for finite periods of use when you need to be here…just like a stay at a motel/hotel while away from home! While the specific way that GSFC will actually structure hotel office space remains undefined, this kind of space often has a few key provisions. The key provisions of the office hotel are: a desk or cubicle, temporary storage space and areas to collaborate. Additional elements may include standard information technology conveniences, most of which we already accommodate. Desk space may come in different sizes and configurations to address differing requirements

of job functions. For example, if your job requires work with large media, space and furnishing may be available nearby for layout. In hotel space applied with more sophistication, the spaces themselves may have different personalities recognizing the diversity of the workforce. One could potentially reserve available space according to how it inspires you, as well as how it meets your functional requirements. Perhaps some workstations have high walls, while others have no walls. The list goes on. Overall, numerous elements can be customized offering design professionals rich opportunities to exercise their crafts for solutions. Yet, as often is the case, all change requires an adjustment period and we will no doubt encounter challenges adjusting to this concept. For starters, we will need to address new processes such as how we schedule and reserve seats, or how we consider appropriate durations for reserved space, maybe based upon the task that brings you on Center. Moreover, will we impose use restrictions and if so, what would they be? After considering processes, we must adjust to use etiquette for space that you cannot call your own. Having experienced COVID-19, we will surely want users to help maintain workspace cleanliness; and there may be new on-going expenditures to maintain general housekeeping services. Lastly, users will need to adjust to coming and going and engaging only to disengage. As you can see, there will be much to consider. But before we reject the concept out of hand, let’s sum up some benefits and challenges.

• Reduces space needed for permanently assigned seating • Increases potential for more efficient use of physical space, with more space assignable to collaboration (assuming no overall reduction of space) • Offers opportunity for workspace in different locations on Center, which allows users to reserve space best suited for team collaboration where needed • Allows on-site staff an opportunity to change perspective, assuming a reservation process that maintains adequate supply for those it is intended to serve • Provides an opportunity to connect with others outside your functional work team • Reduces the challenge of having sufficient office space or aid the transitional requirements of establishing new mission space • Maximizes all the advantages that come from teleworking

• Everybody is unique. Some people like consistency, predictability and routine. Not having a home base on

Center will not be fun for some • Possibly diminishes a sense of belonging that accompanies routine interaction in a commonly shared environment • Introduces the need for additional processes and cost • Initial investment could be substantial to create various hoteling areas To recap, as dire as COVID-19 is, it gives us an opportunity to consider new ways of working. One new way takes aim at how we allocate permanent office space, while simultaneously offering greater flexibilities on staff engagement with workspace. Commercial office, building management and facilities management entities lead the way of using hoteling as a viable tool to manage space demand. Nevertheless, as with all good things, there are counter perspectives to consider. This article gives the reader a peek into the office hoteling concept, some of its benefits and some of its challenges. Most of all, it brings this concept to your awareness so you may begin thinking about how you might maximize it to your advantage, whether or not you may be directly impacted. Surely, as more planning and discussion occurs around this topic, the Center will bring us along.

Bill Glenn / Code 400 Mission Support Manager